The Basil Fuleihan Institute for Economy and Finance

The Basil Fuleihan Institute for Economy and Finance - INSTITUTE of FINANCE A Success Model Enhancing Good Governance Practices in Lebanon Euro. Med Training of Public Administrations Second Preparatory Activity of the Network “Defining competences and skills for Public Managers in the Euro-Mediterranean Region 27 -28 October, 2009 -Rome-Italy 0

Table of content I. Improving financial governance II. Role of the Basil Fuleihan Institute § Training: efficiency, performance, ethics, etc. § Information: Access, transparency, participation III. The Institute as a Regional Platform for promoting good governance practices in the MENA region IV. Lessons Learned and Concluding Remarks The Institute as a success model enhancing good governance Practices in Lebanon 1

Mo. F Starting Over… A Comprehensive & Integrated Reform Program ● New technologies Tax Reform: ● Awareness VAT, LTU, etc. ● Information dissemination Pension Reform Policy Support Expenditure & Treasury Reforms Expenditure ● ● Payment system ● Budget & Accounting ● Treasury Management Technical Assistance Coordination Training/Recruitment Debt Management Customs Land registry & Cadastre 2 ● E-transactions ● Trade statistics ● Risk management

Basil Fuleihan Institute of Finance Created in 1996 by a French Lebanese Cooperation Protocol An Autonomous Public Agency under the tutelage of the Minister of Finance ● 1000 m 2 of learning space: • 4 Multi-purpose training rooms (100 m 2) • A U-shaped VIP meeting room for regional events (200 m 2) • A VIP Conference room • 3 IT training labs ● Conference hall (150 seats) ● Specialized Documentation Center: The Library of Finance ● Cafeteria 3

Table of content I. Improving financial governance II. Role of the Basil Fuleihan Institute § Training: efficiency, performance, ethics, etc. § Information: Access, transparency, participation III. The Institute as a Regional Platform for promoting good governance practices in the MENA region IV. Lessons Learned and Concluding Remarks The Institute as a success model enhancing good governance Practices in Lebanon 4

Io. F Mission 1. Developing public employees’ qualifications at Mo. F 2. Developing capacities of governmental agencies in financial management 3. Improving service to citizens, internal and external communication, and transparency of information 4. Networking with local, regional, and international institutions 5. Regional platform (Regional training center for OMD, IBM, ADETEF, etc. ) Sustainable source of high quality specialized training in Lebanon and MENA 5 A total of 29, 383 trainees participated in Io. F trainings over its 12 years of service 5% Regional Government Agencies 14% Ministry of Finance 81%

Io. F Core Business INFORMATION TRAINING HR and competencies management • Rallying stakeholders around the reform vision: Internal communication (newsletter, seminars, meetings, etc. ) • Access to information: pamphlets, Citizen's Guides, Library of Finance Activities, etc. • Communities of knowledge: Youth programs, Consultative committees with private sector, etc. • Capacity building by improving performance & upgrading skills: Training courses on IT, Languages, management skills, ethics • Sharing knowledge of best practices in financial governance Specialized Technical Programs (fiscal, budgeting, customs) • Engineering training programs as part of a visionary strategy towards an improved public sector • Reinforcing abidance & respect for the rule of law: Training courses on laws of interest to Mo. F staff & to key stakeholders • Advisory role on placement of new staff • Leadership development: identification, performance tracking, tailored competencies development plans • Upgrading Human resources in the Public sector: Targeting youth & competencies, Organization of internal placement procedures, Modernization of recruitment & Manpower planning, Link b/w recruitment and placement 6

Training 7

Training Policy 1 A training policy Preparatory programs : for entry and promotion exams Orientation Training for new recruits 2 Tax auditors, accountants, assistant audits, Customs Officers, Customs soldiers, landscapers. 3 to Mo. F and Public Sector: Graduate Customers, Inspection Auditors, Financial management, etc… 4 Specialized, external, short training programs on Financial, legal, economic, and Customs related issues that reflects the public policy on Human Resources’ Management Job-related training specialized: at Mo. F Continuous training: 8

Training for better Financial Governance Good Governance Principles as Training Objectives Good Governance Principles as Training Indicators Strategic Vision: Civil servants are equipped Training Direction Performance Accountability Public Service Ethics 9 with perspective on what is considered as best practice in their job and what is needed for such development Efficiency: Capacity building in order to achieve results and meet needs with best use of available resources Responsiveness: The ability to serve the interests of all stakeholders General understanding of legal frameworks: Civil Servants acquire sufficient understanding of the laws and regulations governing their work.

Leadership Development Advisory role Ø Ø Ø Orientation training for new recruits (general, technical, management, field visits, field training) assessment of capabilities and qualifications (oral and written evaluation, projects, daily assessment) Monitoring and following-up training needs linked to individuals’ potential career paths Creation of a detailed database Identification of fast track /potential leaders Leadership and skill development 10 “Automated Training Center” Efficient performance tracking through workflow automation

Communication & Information Dissemination 11

Access to Information Publications cover all aspects of Mo. F’s services & issues of PFM in Lebanon. Objectives: Ø Ø Ø Improved citizen awareness on PFM issues which leads to better participation in the process of devising policies and adopting practices at Mo. F Specialized documentation Access to relevant information with professional clarity and accuracy. Networking researchers, civil servants, practitioners, and policy makers towards improved PFM. Tools: Ø Publications (Mo. F reports, Citizen guides, TV Spots, newsletter) Ø Public events & seminars Ø Library of Finance Ø Website 12 Citizen’s Guide

Participation & consensus Regular consultations with stakeholders and special programs to involve youth Objectives: Ø Giving stakeholders a clear view of policy, implementation, and results: a hands on tool for active influence on PFM. Ø Promoting dialogue Tools: Ø Consultation Committees with Private sector on tax and customs issues Ø Learning Partnerships (academia, Ø Problem-solving partnerships (syndicates Ø Friday discussions on budget issues Ø Youth Programs 13 Consultative Committees Youth Programs

Table of content I. Post war Challenges in Lebanon II. Improving financial governance III. Role of the Basil Fuleihan Institute § Training: efficiency, performance, ethics, etc. § Information: Access, transparency, participation IV. The Institute as a Regional Platform for promoting good governance practices in the MENA region V. Lessons Learned and Concluding Remarks The Institute as a success model enhancing good governance Practices in Lebanon 14

Various services 4 Delegations visits 4 Study tours to examine a specific practices 1 4 Training activities 2 Tunis 4 Exchange of trainers Morocco 4 Exchange of trainees Algeria Libya 4 Technical assistance 4 Exchange of modules and publications Number of partner instittions Palestinian National Authority 2 Jordan Iraq 1 Egypt 2 Iraq Turkey Iran Saudi Arabia Yemen Kuwait 1 Oman 1 UAE 1 15 1 2

Network of Training centers and schools of civil service in MENA 1 Strengthen the operational capacity and support the institutional development of its member institutions 2 Provide access to high quality training modules on governance related topics, preferably in the Arabic language 3 Promote networking and cooperation among member institutions, including exchange of trainers, trainees and training modules 4 Act as a forum for the dissemination of best practices among its members 417 MENA countries involved 438 member institutions (institutional members) 49 regional and international organizations as associate members 16

Table of content I. Improving financial governance II. Role of the Basil Fuleihan Institute § Training: efficiency, performance, ethics, etc. § Information: Access, transparency, participation III. The Institute as a Regional Platform for promoting good governance practices in the MENA region IV. Lessons Learned and challenges The Institute as a success model enhancing good governance Practices in Lebanon 17

Ingredients of Success MOF Winner of UN Public service Award 2007 18 ● Visible, tangible, desirable results ● Communicating intentions and results clearly and persuasively ● Strong endorsement and personal support of the Minister and directors ● Ownership ● Responsive/credible staff: quality and commitment ● Consistently good performance (track record) ● Adapted (Arabic language) and enhanced computerized systems and work processes ● Established networks with int’l financial institutions, donors: driving coordination.

Challenges Define a legal framework for the training Partnership building Capacity Building and Training 19 ● Linkages between training, reforms and HR processes ● Define training as a right to public servants ● Link training to Public Budgeting process ● Maintain and develop the current bilateral cooperation and agreements ● Exchange of expertise ● Resource mobilization ● Building a trainer’s profile and profession ● Reinforce the adult learning techniques ● Developing the capacities of the training coordinators

Visit our website: www. if. org. lb 20